Seminar #1

  • Prof. Sujeet K Sharma (MIS Area), Title: "Mobile applications in government services (mG-App) from user's perspectives: A predictive modeling approach”.
  • Arun Kumar T V. (FPM, Strategy Area). Title: "Business group affiliation, strategy and performance".

Seminar #2

  • Ms. Farheen Fathima (FPM, OBHR Area). Title: "Organization Control and Surveillance - A Sociomaterial Inquiry".
  • Mr. Vimal kumar (FPM, MIS area). Presentation made on the current conditions of Academic job market with a focus on recruitment requirements of institutes in the country.

Seminar #3

  • Ms. Padmavathi Shenoy (FPM, OBHR Area) Title: "Regaining the balance in proself and prosocial motivations in context of social enterprises".

Seminar #4

  • Prof. P. Saravanan (Finance Area). Title: "Does Corporate Governance Influence the Working Capital Management of firms: Evidence from India".

Seminar #5

  • Prof. Rohan Chinchwadkar (Finance Area). Title: "The choice of exit: Influence of private equity investors and buyout entry".
  • 2. Mr. Mueen Ahmed (FPM, Strategy Area). Title: "Bat Travels: A Case of Sensory Getaways".


Seminar #1

Prof Sujeet K Sharma

Mobile applications in government services (mG-App) from user's perspectives: A predictive modelling approach Sujeet K. Sharma, Ali Al-Badi, Nripendra P. Rana & Laila Al-Azizi Abstract Mobile applications are becoming a preferred delivery method for the government sector and contributing to more convenient and timely services to citizens. This study examines the intention to use mobile applications for the government services (mG-App) in Oman. This study extended the Unified Theory of Acceptance and Use of Technology (UTAUT) model by including two constructs namely trust and information quality. Data were collected from 513 mobile application users across Oman. The research model was analyzed in two stages. First, structural equation modelling (SEM) was employed to determine significant determinants affecting users' acceptance of mG-App. In the second stage, a neural network model was used to validate SEM results and determine the relative importance of determinants of acceptance of mG-App. The findings revealed that trust and performance expectancy are the strongest determinants influencing the acceptance of mG-App. The findings of this research have provided theoretical contributions to the existing research on mG-App and practical implications to decision-makers involved in the development and implementation of mG-App in in Oman.

Mr Arun Kumar T V

Business group affiliation, strategy and performance.
There is little evidence of efforts to explore “whether the strategies of business group affiliated firms differ from those of non-affiliated firms, and if so, whether these distinctive strategies affect the relationship between affiliation and financial performance”. Based on the definition of strategy as competitive actions in competitive dynamics literature, I adopt a fine-grained approach to examine competitive behavior of business group affiliated firms and non-affiliated (standalone) firms by analyzing their competitive repertoire (i.e., a firm’s entire range of competitive actions taken in a focal period). In specific, I ask Does competitive repertoire of affiliate firms differ from standalone firms? How does this difference affect the relationship between business group affiliation and firm performance? I theorize that access to diverse and slack resources, knowledge and information through the network of other group firms enable affiliate firms to carry out competitive actions characterized by higher competitive repertoire – complexity (variety of action types and change), volume (number of actions) and significance (magnitude of actions), vis-à-vis standalone firms. I argue that competitive repertoire of higher - complexity, volume and significance will influence the relationship between business group affiliation and firm performance. I propose to test my hypotheses on a sample of Indian manufacturing firms for the time period 2009-2015.

This work intends to make three key contributions to literature. Extant research has highlighted the shortcoming of not examining the mediating role of affiliate strategy in the affiliation-performance relationship. I take a fine grained and nuanced approach to shed new light on the relationship between business group affiliation and firm performance by examining the critical mediating role of affiliate strategy as competitive actions. Second, the work also seeks to extend the knowledge on competitive dynamics by exploring a new organizational context, viz. business groups. Third, the work is first of its kind to examine competitive repertoire of firms in an emerging economy context.

Seminar #2

Farheen Fathima S B

Organizational Control and Surveillance – A Sociomaterial Inquiry.
Surveillance has been a part of organizational research since Focauldian ‘panoptican’ was introduced to the academic and practitioner world. However, due to the potential improvements on the technological front, the shift towards electronic surveillance has been seen to take shape in organizations as it promised improved performativity, intensified surveillance and diminished costs for the organizations (Allen et al., 2007; Lane, 2003). The paradigm shift of work in the cyber space also has created a new perspective on the employee monitoring and surveillance both within and outside the work place (Holland et al., 2015), thus keeping employees in perpetual focus. Even though surveillance has become inevitable in today’s organizations, the scholarly work on the impacts of electronic surveillance has seen little work in the area of management studies. This paper views of surveillance in organizations through the sociomaterial lens, as the proliferative developments in the digital world have made it increasingly difficult to differentiate between the social and material aspects of technological output.

Though the contemporary human resource management practices advocate autonomy, empowerment, engagement and satisfaction as their core practices, the technological advancements in surveillance have enabled organizations to keep employees under perpetual focus (hypersurveillance) by giving employers access to their personal and professional information at the click of a button. The constant entanglement of surveillance technology with the actors creates a power imbalance between employers/managers and the employees, which often leads to a paradoxical situation wherein on one hand organizations advocate empowerment and autonomy of employees; and on the other hand employees are subjugated to extensive behavioral forms of control, thus impacting employee health and work life balance.

Keywords: Organizational Control, Organizational Surveillance, Sociomateriality, Human Resource Management.

Seminar #3

Ms. Padmavati Shenoy

Regaining the balance in proself and prosocial motivations in context of social enterprises.
Social enterprises are driven by the prosocial motivation of bringing positive social change using proself means i.e. financially sustainable business models. While some researchers describe these dual motivations as contradicting and risky for efficient performance (Im & Sun, 2015; Tracey, Phillips & Jarvis, 2011), some others describe them as interrelated and unique characteristics of social enterprise which help them in attracting socially responsible employees and investors (Brown & Yoshioka, 2003) and to innovate (Jay,2012). These contrasting results can be attributed to tensions triggered due to institutional complexity; a situation when organizations combining two or more forms have to “confront incompatible prescriptions from multiple institutional logics” (Greenwood, Raynard, Kodeih, Micelotta, & Lounsbury, 2011). Organizations which are successful in managing these tensions may be able to survive and grow better than those who failed to do so and face higher internal conflict, legitimacy crisis ultimately leading to organizational demise at its extreme (Besharov & Smith, 2014). This has led to call for more empirical research to analyze why and how some organizations are able to manage these tensions better than the rest (Besharov & Smith, 2014; Battilana & Lee, 2014). This paper attempts to explore how social enterprises undergo resurgence post an existential challenge, a phase when organization reflects and alters its initial ways of organizing in order to sustain its focus on both prosocial and proself motivations at organizational core. In doing so, we use ten cases of social enterprises from extant literature, where imbalance in motivations was experienced, to identify the sources for imbalance and the mechanisms used by these organizations to regain the balance. We find that social enterprises which were successful in restoring balance relied on two simultaneous mechanisms, fitting-in and standing-out using integrated identifications practices and pluralist managers to accomplish them. Also, the design and implementation of these mechanisms varied depending on occupational logics at the field level. Implications and future directions have been discussed.

Seminar #4

Prof. P. Sarvanan

Does Corporate Governance Influence the Working Capital Management of firms: Evidence from India.
The study explores the impact of corporate governance on the working capital management of the Indian firms. The research question was investigated using panel data procedures for a sample of 126 Indian firms listed in the Bombay Stock Exchange for the period 2007-2014. A composite corporate governance score was developed and regressed with the proxies for working capital management. We have used ordinary least square (OLS), random effects and fixed effects panel model. Findings of our study indicate that corporate governance plays a definite role in improving the working capital management. The results indicate that the board efficiency indicators have an effect on the working capital management of the Indian firms. The composite corporate governance score results show that it plays a significant and positive role on working capital liquidity decisions. The results of the study will help the practitioners, investors, and analysts to better understand the relation between effective corporate governance practices and working capital management that enables them to make better and informed decisions. Our findings have implications for board efficiency in the quest for improving working capital management of firms. The study limits the generalization of the findings since the data is pooled across all industries.

Keywords: Corporate Governance; Working Capital Management; Bombay Stock exchanges; Liquidity; Indian firms.

Seminar #5

1. Prof. Rohan Chinchwadkar

The choice of exit: Influence of private equity investors and buyout entry.
Rohan Chinchwadkar and Rama Seth.
The choice of exit method is an inevitable decision faced by entrepreneurs and private equity (PE) investors. The existing literature addresses four categories of factors which influence this choice of exit method between initial public offering (IPO) and acquisition: industry-related factors, market-timing variables, deal-specific factors and demand-for-funds factors. We extend the literature by introducing a new category of factors, ‘PE investor characteristics’, and test if this category has a significant effect on the choice of exit method. We also test if the type of entry has an influence on the exit method. We find that PE investor characteristics play an important role in the choice of exit method. The existence of a large syndicate of PE investors in the same firm increases the probability of an IPO exit, but the presence of a foreign PE investor reduces this probability. Moreover, unlike in developed markets, the cost of debt does not affect the choice of exit method in India. We further consider specific exit methods such as strategic sale, financial sale and buyback and find consistent results. We find that in buyout transactions, the probability of an IPO exit is less than that of a strategic sale. Finally, we present a unique finding that the probability of a buyback as opposed to an IPO is higher if a firm is in the real estate sector. JEL Classification: G24, G32, G34 .

JEL Classification: G24, G32, G34.

Keywords: Initial public offerings, acquisitions, private equity exits, buyouts, information asymmetry.